Is the modern IT manager still living in the past?

Citation

(1998), "Is the modern IT manager still living in the past?", European Business Review, Vol. 98 No. 1. https://doi.org/10.1108/ebr.1998.05498aab.003

Is the modern IT manager still living in the past?

Is the modern IT manager still living in the past?

The most challenging issues in IT today are not about technology or systems; nor are they about the use of information. They are about the styles and behaviours of many IT professionals, according to Dr Robina Chatham and Keith Patching of Cranfield School of Management.

Based on their experience of working with IT managers and on in-depth interviews with several lT managers, a picture emerged of the "archetypal" IT person. The characteristics they portray have repercussions on the perception of IT professionals and on the IT function as a whole.

Not surprisingly, IT professionals tend to be very comfortable with logic, facts and data, but very uncomfortable with ambiguity and unpredictability. Their world is very black and white, and one in which shades of grey are avoided. As a consequence, IT managers are often politically naïve. They perceive political behaviour as manipulative and unscrupulous; many therefore engage in avoidance tactics.

Dr Chatham says:

The repercussions of this are that IT has little influence on business decisions or on the formulation of business strategy; IT is often unrepresented at board level and takes the status of a service function and cost centre. What is more it is often held in low regard, and has little credibility.

IT managers have little business knowledge, acumen or, in some cases, interest. They see themselves almost exclusively as IT people, rather than as business managers within their organisation's industry. Their loyalties are to the IT profession rather than to their organisation. The business often does not choose to develop general business skills in its IT people, and IT people themselves often do not seek such development.

IT people are often lacking in the interpersonal skills vital in a modern organisational context. Particularly weak areas include: relationship building, and working as a team within a business context; influencing positively and constructively; dealing with conflict; saying "no"; communicating in business language; networking among their peers and external business contacts; and leadership. What is more, IT people do not always create the right image; their dress and posture often do not engender business confidence.

Poor reputations are formed and reinforced by negative behaviour. This may include flippancy and off-handedness; politically naïve remarks; poorly timed campaigns; fighting the "wrong" battles and not knowing when to back down. The archetypal IT person also fails to canvass opinion, to build relationships with others and often lets others drive the initiative forward.

Keith Patching says:

Many IT managers know they have a poor reputation, but do not know what to do about it. Some literally go into hiding to avoid hearing painful comments about them. Many live out the self-fulfilling prophecy, "I can't win, so there's no point in trying". Few seem to have accepted the idea of having to market the IT function.

IT people are poor at dealing with moral and ethical dilemmas, and avoid making decisions where there are no "provable" right or wrong answers; they like to follow clear, unambiguous rules. This may lead to them making inappropriate judgements based on an intellectual rather than a moral or ethical basis. Similarly they tend to be unimaginative and do not think laterally, creatively or innovatively.

IT people see themselves as being under stress. However, many business managers believe this is due to their inability to form effective relationships with the business, rather than the inherent stresses of the job itself.

The picture which emerged from this research has led Cranfield to develop a new programme for IT managers which directly confronts the political situations facing IT managers. Called "Organisational politics and IT management", the five-day programme will seek to enhance the political and influencing skills of IT people. It will address topics such as understanding the business drivers and pressures within organisations, marketing the IT function internally, and providing effective leadership.

Dr Robina Chatham ­ one of the directors of the new course ­ comments:

The modern organisation is a highly political environment and IT people need to be better equipped to deal with the situations which face them. Not only will this make the IT professionals themselves more credible and influential, it will thereby ensure the organisation more effectively exploits IT for business advantage.